baden-württemberg connected: bmgen-seminar 2014.05.15

© Vujàdé Ltd. – Supporting Forward Thinking Alexander Osterwalder www.businessmodelgeneration.com

Judith Wimmer Vujàdé Ltd. – Supporting Forward Thinking 2014.05.15

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BUSINESS MODEL GENERATION A common language to develop and discuss business models

© Vujàdé Ltd. – Supporting Forward Thinking 2

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Vu-jà-dé

Vujàdé is the opposite of déjà vu and gives the impression that something has not yet taken place, or has never been there.

Looking for new solutions. Critically questioning existing structures and behavior.

Looking at something from a different or an unusual point of view. In other words, Vujàdé stands for innovation.

Photo by: Vujàdé Ltd – Jasper Bouwsma

© Vujàdé Ltd. – Supporting Forward Thinking

1. CORPORATE CONSULTING

2. START-UP SUPPORT

3. INCUBATION

À PROPOS



Judith Wimmer Sr. Consultant, Vujàdé Ltd.


Vujàdé is a consultancy supporting organizations to achieve breakthrough innovation. We work with companies of all sizes, from corporates to SMEs and start-ups, in industries from insurance to fashion, and from construction to life sciences. Vujàdé is located in Biel/Bienne, Switzerland, and is establishing a presence in London, UK. Judith Wimmer is a Senior Consultant at Vujàdé and combines an open minded spirit with a well structured hands-on mentality. Due to her working experience in and for start-ups as well as with large organizations, she has a quick and natural understanding of customer and client needs. She has gained extensive experience in applying the Business Model Generation framework in various customer projects and industries. Judith is trained by Alexander Osterwalder, and his company Strategyzer. Judith was born and raised in Austria, has a background in Media Technology and Design. She worked as project manager in the field of corporate communications in Germany and Switzerland. In addition, Judith consulted individuals and teams in strategic projects and organisational development and is currently finishing her MAS Change and Organisational Dynamics.


TOPIC OUR

FOR TODAY


ACCELERATED INNOVATION WE ARE INVETING MORE, MORE QUICKLY


ACCELERATED ADOPTION SOCIETY IS ADOPTING TECHNOLOGY FASTER AS WELL


Curt Carlson, SRI International CEO

In exponential times, if you improve your performance incrementally

YOU FALL BEHIND EXPONENTIALLY

”

“


Alexander Osterwalder A Swiss Business Book author.

© Vujàdé Ltd. – Supporting Forward Thinking © Vujàdé Ltd. – Supporting Forward Thinking

Insert Photo of book with Jasper’s Name.

Co-Created by 470 practitioners from 45 countries.


AGENDA


AGENDA

DESIGN THINKING A NEW GENERATION THE BUSINESS MODEL GENERATION

GETTING FAMILIAR WITH THE BMC

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AGENDA

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BUSINESS MODEL GENERATION

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Case Study Nespresso •  B2C & B2B •  Business Model Portfolio


THE BUSINESS MODEL CANVAS

Alexander Osterwalder www.businessmodelgeneration.com

COST STRUCTURE REVENUE STREAMS

KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS

CUSTOMER RELATIONSHIP

VALUE PROPOSITIONS


House- hold

N-Club

Stores

Produc-tion

Marketing

Machine Pro-

ducers

Produc-tion

Distri-bution

Marketing Machine Pods

Call Center N.com

Brand Produc-

tion facilities

Distri-

bution

channels

Retail

Patents IP

(1800+ patents) Business


HAS TAKEN A WHILE TO BECOME

SUCCESSFUL…

NESPRESSO

© Vujàdé Ltd. – Supporting Forward Thinking Vujàdé Ltd. – Supporting Forward Thinking

THE RIGHT BUSINESS MODEL CAN BE THE DIFFERENCE BETWEEN SUCCESS AND

FAILURE FOR EXACTLY THE SAME TECHNOLOGY OR

PRODUCT


WHY WILL NESPRESSO EVEN

BE MORE SUCCESSFUL?

?


WE ARE MOVING FROM PORTFOLIOS OF PRODUCTS

TO PORTFOLIOS OF

BUSINESS MODELS.


REVENUE MODEL ≠

BUSINESS MODEL


Albert Einstein

”

Everything should be made as simple as possible,

but not simpler.

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AGENDA

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Exercise AirBnB & APPLE iTUNES •  B2B •  Product to Service Centric


5’ EXERCISE

BUSINESS MODEL

THE BUSINESS MODEL CANVASKeyPartners

Project Name Iteration Nr

Channels

www.businessmodelgeneration.comThis work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send aletter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Vujàdé Ltd. – Consulting I Start-up Support I IncubationElfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland +41 32 32 32 300 I [email protected] I www.vujade.comwww.slideshare.net/vujade

KeyActivities

ValueProposition

CustomerRelationship

CustomerSegments

KeyRessources

CostStructure

RevenueStreams

images by Mathilde

images by Mathilde

community

community

catalogue development

catalogue development

employees

employees

worldwide coverage

worldwide coverage

sales & marketing

sales & marketing

platform

platform

pay pal

pay pal

sales & marketing

sales & marketing

photographers

photographers

helpdesk

helpdesk


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES

REVENUE STREAMS COST STRUCTURE

KEY PARTNERS CUSTOMER SEGMENTS


CHANNELS

Images by XPLANE, with warm thanks to Alexander Osterwalder


VALUE PROPOSITIONS

KEY ACTIVITIES

KEY RESOURCES

REVENUE STREAMS COST STRUCTURE



CHANNELS

Images by Mathilda, with warm thanks to Yves Pigneur

© Vujàdé Ltd. – Supporting Forward Thinking Source: http://stamen.com/clients/airbnb

2008


2009


2010


2011


AGENDA

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TIPS & TRICKS


VISUALIZE YOUR BUSINESS MODEL VIDEO #BMGen – 02


… NEVER WRITE ON THE CANVAS Using post-its allows an easily shifting and removing of elements. Therefore the exercise stays dynamic and the business model or the value propositions can be continuously developed.


KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS


mothers

… ONE IDEA - ONE POST-IT Use a thick marker! No bullets, use for each point a separate post-it. This allows you easily shifting the elements and quickly testing combinations.

teenagers


… COLOR CODING Use different color post-its to highlight certain aspects of your business model. For example, use different color stickies if you have two very different customer segments in your business model with very different jobs-to-be done (e.g. advertisers and users). Then continue to use the same colors for the corresponding value propositions, channels, etc.


… VISUALS & WORDS Combining images and words to describe business model building blocks is more powerful than just using words. Our brain processes images quicker than words. Hence, images will allow viewers of your Canvas to more rapidly grasp the big picture of your model.

production customer social network


… GRANULARITY Don’t add too many elements when you are sketching out the strategic overview of a business model. Too many details hide the big picture. On the other hand, adding detail is appropriate when you work on the refinement of your business model, in order to test it and consider customer development.


FREQUENTLY COMMITTED MISTAKES


… ORPHAN ELEMENTS Make sure you don’t create “orphan” elements in your business model. For example, every Statty in the revenue streams box needs a corresponding Statty in the customer segment and value proposition box that highlights who is willing to pay for what. You should not, for instance, have “advertising” as a revenue stream, without having an “advertiser” who is willing to pay for “an audience”

Customer

Segment

Revenue Source

Value Proposition

Orphan


… MIXING PRESENT AND FUTURE Make sure you clearly distinguish between presently existing business models and future ideas. Mixing them can be confusing. You can easily distinguish between the two by using color coding or by using separate Canvases.

present

future



KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS

… TOO MANY IDEAS IN ONE CANVAS Describing too many different ideas in the same Business Model Canvas can lead to con- fusion. Try using separate Canvases to sketch out individual ideas. If necessary you can always bring them together in the same Canvas later on.


KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS


KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS


KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS


AGENDA

DESIGN THINKING A NEW GENERATION THE BUSINESS MODEL GENERATION


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AGENDA

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3GROUPS 3CASES


3 GROUPS | 3 CASES

You are ... a car repair centreYou generate revenues from the sale of spare parts and repair contracts.

You are ... a retailerYou generate revenues from the sale of single items which you purchase from supply chain partners.

You are ... a transportation businessYou generate revenues from ticket sales for trips.


3 GROUPS | 3 CASES A CHALLENGE FOR EACH…


You are ... a car repair centreYou generate revenues from the sale of spare parts and repair contracts.

You are ... a retailerYou generate revenues from the sale of single items which you purchase from supply chain partners.

You are ... a transportation businessYou generate revenues from ticket sales for trips.

3 GROUPS | 3 CASES A CHALLENGE FOR EACH…


Work on the Frontstage of the Business Model Canvas •  Value Propositions •  Customer Segments •  Customer Relationship •  Channels •  Revenue Streams Past

Future

3 GROUPS | 3 CASES ENJOY PART 1


Work on the Backstage of the Business Model Canvas •  Value Propositions •  Key Partners •  Key Activities •  Key Ressources •  Cost structure

Past

Future

3 GROUPS | 3 CASES ENJOY PART 2


Share your key-findings •  Bankruptcy or is there a future for your case? •  Will it be easy to face the challenge? •  Was the canvas useful for the group discussion?

3 GROUPS | 3 CASES PITCH PER GROUP


AGENDA

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EPICENTERS OF

BUSINESS MODEL INNOVATION



VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES


EPICENTERS OF BUSINESS MODEL INNOVATION

RESOURCE-DRIVEN

Resource-driven innovation originates from an organization’s existing infrastructure or partnerships to expand or transform the business model. Example: Amazon Web Services



OFFER-DRIVEN

Offer-driven innovations create new value propositions that affect other business model building blocks. Example: Cemex


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES




CUSTOMER-DRIVEN

Customer-driven innovations are based on customer needs, facilitated access, or increased convenience. Like all innovations emerging from a single epicenter, they effect other building blocks. Example: 23andMe


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES




FINANCE-DRIVEN

Innovations driven by new revenue streams, pricing mechanisms, or reduced cost-structures that affect other business model building blocks. Example: Xerox


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES




MULTI-EPICENTER-DRIVEN

Innovations driven by multiple epicenters can have significant impact on several other building blocks. Example: Hilti


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES



INCREMENTAL VS.

DISRUPTIVE ACTIVE VS. PASSIVE


THE BUSINESS MODEL ENVIRONMENT

© Vujàdé Ltd. – Supporting Forward Thinking Source: Business Model Generation Book www.businessmodelgeneration.com


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES


INDUSTRY FORCES

MARKET FORCES

MACRO ECONOMIC

FORCES

KEY TRENDS

MARKET SEGMENTS

NEEDS & DEMANDS

MARKET ISSUES

SWITCHING COSTS

REVENUE ATTRACTIVENESS

FORESIGHT

MACRO-ECONOMICS

COM

PETI

TIVE

AN

ALY

SIS

MA

RKET AN

ALYSIS


MARKET ANALYSIS


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES


INDUSTRY FORCES

MARKET FORCES

MACRO ECONOMIC

FORCES

KEY TRENDS

MARKET SEGMENTS NEEDS & DEMAND MARKET ISSUES SWITCHING COSTS REVENUE ATTRACTIVENESS


COMPETITIVE ANALYSIS


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES


INDUSTRY FORCES

MARKET FORCES

MACRO ECONOMIC

FORCES

KEY TRENDS

SUPPLIERS & OTHER VALUE CHAIN ACTORS

STAKEHOLDERS

COMPETITORS (INCUMBENTS)

NEW ENTRANTS

(INSURGENTS)

SUBSTITUTE PRODUCTS &SERVICES


FORESIGHT


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES


INDUSTRY FORCES

MARKET FORCES

MACRO ECONOMIC

FORCES

KEY TRENDS

TECHNOLOGY TRENDS

REGULATORY TRENDS

SOCIETAL & CULTURAL TRENDS

SOCIAL-ECONOMIC TRENDS


MACRO-ECONOMICS


VALUE PROPOSITIONS


CHANNELS

KEY ACTIVITIES

KEY RESOURCES


INDUSTRY FORCES

MARKET FORCES

MACRO ECONOMIC

FORCES

KEY TRENDS

GLOBAL MARKET CONDITIONS

CAPITAL MARKETS

COMMODITIES &

OTHER RESOURCES

ECONOMIC

INFRASTRUCTURE


AGENDA

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BUSINESS MODEL MASTERY VIDEO


AGENDA

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DESIGN THINKING

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DESIGN THINKING


PROTOTYPING


Alexander Osterwalder

”

Once you understand business models you can then start prototyping

business models just like you prototype products.

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Sergey Brin, Co-Founder Google

”

The more you stumble around, the more likely you are

to stumble across something valuable.

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KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS






KEY PARTNERS

KEY ACTIVITIES

KEY RESOURCES

CHANNELS

CUSTOMER SEGMENTS


VALUE PROPOSITIONS

Guess

Guess

Guess Guess Guess

Guess Guess

Guess

Guess

Guess Guess

Guess Guess

Guess

Guess

Guess Guess Guess


Guess Guess Guess


HYPOTHESES


HORIZONTAL ITERATION

VERT

ICAL

IT

ERAT

ION

INCREASE INSIGHT

ITERATE ITERATE ITERATE GET SMARTER DURING YOUR JOURNEY

© Vujàdé Ltd. – Supporting Forward Thinking ”

If you cannot measure it, you cannot improve it.

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William Thomson, 1st Baron Kelvin (26 June 1824 – 17 December 1907)

was a Belfast-born mathematical physicist and engineer.


Get your facts first, then you can distort them

as you please.

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TESTING


THE OF G

E T O U T

B U I N G I D L


BUSINESS MODEL ENVIRONMENT

The three layers



A) BUSINESS MODEL LAYER •  Build prototypes for your business model •  Discuss and select the prototype you are going to

further develop



B) HYPOTHESES LAYER •  Quantify your model with hypotheses •  Analyse your enviroment and develop foresights •  Build hypotheses for the market, competitors,

customers and challenges



C) TEST LAYER •  GOOTB!!! •  Test your hypotheses by asking customers and partners •  Iterate your Business Model •  Constantly test your models and reiterate



The stages of an iteractive process


NEW OLD

VJD

SHAKEN NOT STIRRED COMBINE THE BEST OF BOTH WORLDS


VUJÀDÉ’s HOLY TRINITY NEEDS | BUSINESS | TECHNOLOGY


VUJÀDÉ PRINCIPLES DEVELOPMENT OF INSIGHTS DURING PROCESS

TIME


WRAP-UP REFLECTION


Albert Einstein

The important thing is not to stop questioning.

Curiosity has its own reason for existing.

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Vujàdé Ltd. Supporting Forward Thinking Elfenaustrasse 3 CH-2502 Biel/Bienne Switzerland +41 (0)32 32 32 300 [email protected] www.vujade.com

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3+7 QUESTIONS TO ASSESS YOUR BUSINESS MODEL

www.businessmodelalchemist.com/2011/09/7-questions-to-assess-your-business-model-design.html



FIRST, ASK YOURSELF HOW WELL YOUR VALUE PROPOSITION IS GETTING YOUR TARGET CUSTOMER’S JOB DONE.

BASICS




SECONDLY, ASK YOURSELF HOW MANY PEOPLE OR COMPANIES THERE ARE WITH A SIMILAR JOB-TO-BE-DONE.

BASICS




THIRDLY, ASK YOURSELF HOW IMPORTANT THIS JOB REALLY IS FOR THE CUSTOMER AND IF SHE ACTUALLY HAS A BUDGET TO SPEND ON IT.

BASICS




#1 HOW MUCH DO SWITCHING COSTS PREVENT YOUR CUSTOMERS FROM CHURNING?




#1 How much do switching costs prevent your customers from churning? The time, effort, or budget a customer has to spend to switch from one product or service provider to another is called “switching costs”. The higher the switching costs, the likelier a customer is to stick to one provider rather than to leave for the products or services of a competitor.

A great example of designing switching costs into a business model is Apple’s introduction of the iPod in 2001. Do you remember how Steve Jobs heralded his new product with the catchphrase “thousand songs in a pocket”? Well, that was more than a product innovation focusing on storage. It was a business model strategy to get customers to copy all their music into iTunes and their iPod, which would make it more difficult for them to switch to competing digital music players. In a time when little more than brand preferences were preventing people from switching from one player to another this was a smart move and laid the foundation for Apple’s subsequent stronghold on music and later innovations.




#2 HOW SCALABLE IS YOUR BUSINESS MODEL?




#2 How scalable is your business model? Scalability describes how easy it is to expand a business model without equally increasing its cost base. Of course software- and Web-based business models are naturally more scalable than those based on bricks and mortar, but even among digital business models there are large differences.

An impressive example of scalability is Facebook. With only a couple of thousand of engineers they create value for hundreds of millions of users. Only few other companies in the world have such a ratio of users per employee. A company that has pushed the limits even further is the social gaming company Zynga. By building games like Farmville or Cityville on the back Facebook, the world’s largest social network, they could benefit from Facebook’s reach (and scale) without having to build it themselves. A company that quickly learned its lessons regarding scalability was peer-to-peer communication company Skype in its early days. Their customer relationship collapsed under the weight of large numbers, when they were signing up ten thousands of users per day. They quickly had to adapt their business model to become more scalable.




#3 DOES YOUR BUSINESS MODEL PRODUCE RECURRING REVENUES?




#3 Does your business model produce recurring revenues? Recurring revenues are best explained through a simple example.

When a newspaper earns revenues from the sales at a newsstand they are transactional, while revenues from a subscription are recurring. Recurring revenues have two major advantages. Firstly, the costs of sales incur only once for repetitive revenues. Secondly, with recurring revenues you have a better idea of how much you will earn in the future.

A nice example of recurring revenues is Redhat, which provides open source software and support to enterprises based on a continuous subscription basis. In this model clients don’t pay for new software versions because it is continuously updated. In the world of Software as a Service (Saas) these types of subscriptions are now the norm. This contrasts with Microsoft, which sells most of its software in the form of licenses for every major release.

However, there is another aspect to recurring revenues, which are additional revenues generated from an initial sales. For example, when you buy a printer, you continue to spend on cartridges, or when you buy a game console, you’ll continue to spend on games. Or have a look at Apple. While they still earn most of their revenues from hardware sales, the recurring revenues from content and apps is steadily growing.




#4 DO YOU EARN BEFORE YOU SPEND?




#4 Do you earn before you spend? This one goes without saying. The more you can earn before spending, the better.

Dell pioneered this model in the computer hardware manufacturing industry. By assembling on order after selling directly they managed to escape the terrible inventory depreciation costs of the hardware industry. Results showed how powerful it is to earn before spending.




#5 HOW MUCH DO YOU GET OTHERS TO DO THE WORK?





#5 How much do you get others to do the work? This is probably one of the least publicized weapons of mass destruction in business model design. What could be more powerful than getting others to do the work while you earn the money?

In the bricks and mortar world IKEA gets us to assemble the furniture we buy from them. We do the work. They save money. On the web Facebook gets us to post photos, create and participate in conversations, and “like” stuff. That’s the real value of Facebook, entirely created by users, while they simply provide the platform. We do the work. They earn the sky-high valuations of their shares.

Previously mentioned Redhat crafted another smart business model based on other people’s work. Their entire business model is built on top of software developed by the open source software development community. This allowed them to substantially reduce their development costs and compete head-on with larger companies like Microsoft.

A more malicious business model in which others do the work is the one practiced by so-called patent trolls. In this model patents are purchased with the sole intention of suing successful companies to extract payments from them.



#6 DOES YOUR BUSINESS MODEL PROVIDE BUILT-IN PROTECTION FROM COMPETITION?




#6 Does your business model provide built-in protection from competition? A great business model can provide you with a longer-term protection from competition than just a great product.

Apple’s main competitive advantage arises more from its powerful business model than purely from its innovative products. It’s easier for Samsung, for instance, to copy the iPhone than to build an ecosystem like Apple’s appstore, which caters to developers and users alike and hosts hundred thousands of applications.




#7 IS YOUR BUSINESS MODEL BASED ON A GAME CHANGING COST STRUCTURE?




#7 Is your business model based on a game changing cost structure? Cutting costs is a long practiced sport in business. Some business models, however, go beyond cost cutting by creating value based on a totally different cost structure. Skype, for example, provides calls and communication almost like a conventional telecom company, but for free or for a very low cost. They can do this because their business model has a very different cost structure. In fact, Skype’s model is based on the economics of a software company, while a telecom provider’s model is based on the economics of a network company. The former’s costs are mainly people; while the latter’s cost include huge capital expenditures in infrastructure. Similarly, Bharti Airtel, one of the world’s largest mobile network providers, has substantially modified its cost structure by getting rid of their entire network and IT. By buying in network capacity on a variable cost basis from a consortium around network equipment manufacturer Ericsson and IBM, they can now offer among the lowest prices for mobile telephony globally. Redhat, which was mentioned previously, also built its business model on a game changing cost structure: by smartly building its own model on top of other people’s work.



“The secret of getting ahead is getting started. The secret of getting started is breaking

your complex overwhelming tasks into small manageable tasks, and then starting on the first one.”

“

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Vujàdé Ltd. Supporting Forward Thinking Elfenaustrasse 3 CH-2502 Biel/Bienne Switzerland +41 (0)32 32 32 300 [email protected] www.vujade.com

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baden-württemberg connected: bmgen-seminar 2014.05.15

Education